However, Standards for the Board does attempt to highlight the broad tasks that are pertinent to every board and also the indicators of good practice that can help them reflect on how they are fulfilling those tasks. Hence, it is argued, boards can be helped greatly by focusing on four key areas: Tesse Akpeki, Fellow of the Chartered Governance Institute, Organisational Health and Person-centred Consultant and Founder of the Wellbeing, Leadership and Resilience Leadership initiative [from the foreword] At the end of the day, however, it is important to be clear that the challenges and tasks discussed in this chapter are those of the board, not of individual directors. While each individual may have a distinct contribution to make, it is the collective responsibility of the board to ensure the company’s successful operation. Tasks of the board and indicators of good practice Establish vision, mission and values

Each board member is expected to recognise these challenges and ensure that they personally contribute to finding the right balance between these various competing pressures. In seeking to do so, executive directors may find it difficult to see beyond their direct focus on the business and its day-to-day problems; non-executive directors (NEDs), on the other hand, may find it difficult to feel sufficiently informed about the direct day-to-day pressures faced by the company. Tasks of the board Delegate authority to management, and monitor and evaluate the implementation of policies, strategies and business plans. Dr Andrew Purkis, trustee, Directory of Social Change, former Charity Commission and board member and former chair or vice-chair of seven UK charities

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Is it onboard or on board? These usages contain all the same letters, but they should be kept separate.

is expected to be focused on the commercial needs of its business while acting responsibly towards its employees, business partners and society as a whole The NEDs play an important part in assisting the Chair to fulfil their role by regularly and rigorously assessing the effectiveness of the board’s processes and activities. Given their outside perspective, they are sometimes best placed to ensure that the board focuses its energies effectively on meeting the demands described earlier. The context for the non-executive director A book with a difference. It recognises that self-awareness and emotional, social and cultural intelligence are at the core of exemplary leadership.’ Equally to be frowned upon, according to the Code, is the previously widespread practice of a chief executive stepping up to become chairman of the same company. Those against the practice argue that a new chief executive is going to have a next to impossible job if his predecessor stays as chairman, constantly looking over his shoulder and perhaps disagreeing with any departure from past policies. Those in favour sing the praises of a chairman who may have years of experience with the company, still has much to offer and who is quite capable of establishing a good working relationship with a new CEO. She holds an MBA (distinction) from Bath University, was awarded the MBE for Services to Business and the Public Sector in 2011, is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and was made a Chartered Companion (Chartered CCIPD) in September 2021, recognising outstanding and distinguished service to the people profession.In July 2022 she was awarded the Honorary Degree Doctor of Business Administration by Nottingham Trent University, in recognition of her significant contribution to business and the public sector. Marks & Spencer is a rare case of a major company where the roles of chairman and chief executive have been combined. Although charities and boards vary in size and structure, all trustees and all boards share some key roles and responsibilities to govern effectively and remain compliant. These include: Wellcome has put diversity, equity and inclusion at the heart of its new strategy and working with the research community, Wellcome wants to help build a better research culture – one that is creative, inclusive and honest. Note: the Code does not apply to all companies. See: The reach of the UK Corporate Governance Code, an OUT-LAW guide)